Recommendations for Operations, Production and the Supply Chain

Crisis plans for industry

Managing a crisis and preparing to restart

Crisis situations such as the current situation with Covid-19 are forcing us to take action. Based on our many years of experience in Europe and China, we have drawn up an appropriate crisis plan. We are able to provide you with support in the current and future situations, as well as offer suggestions in the following areas: operation, production and supply chain.


Measures for industry during a crisis situation - Covid-19

The following four areas of action represent important ad hoc activities which must be dealt with immediately in these types of situations. The focus here is on the manufacturing industry. The listed activities are derived from experiences from our customer base in the industrial environment.

Protect employee health

Create employee awareness

  • Clearly communicate federal guidelines and all relevant internal regulations
  • Direct, prompt and clear communication by management; be an active role model in agreed upon rules 

Adapt the working environment

  • Carry out risk assessments with regard to necessary adjustments in production
  • Define and communicate ad hoc activities
  • If possible, provide the opportunity to work from home

Offer support

  • Create solutions for families
  • Offer voluntary monitoring possibilities to better assess risks

Understand and anticipate the customer's situation

Understand the customer's situation

  • Seek direct contact and communicate with customers
  • Anticipate currently required products and services

Adjust the focus of production

  • Revise the market strategy and forecast for individual products
  • Focus on required products; align production accordingly
  • Develop solutions for specific customer wishes/ needs

Proactive communication

  • Proactive communication in case of delays or bottlenecks
  • Customer satisfaction is top priority to ensure customer loyalty

Stabilize the supply chain & production

Create transparency

  • Establish and operate a task force; analyze purchase materials to identify those that are critical
  • Create transparency in supply chains by contacting suppliers directly


Analysis and prioritization

  • Analyze and prioritize existing information to identify areas of action
  • Alternative transportation concepts may have to be developed for supply chains


Define activities

  • Fast, unbureaucratic, cross-hierarchical and cross-departmental action
  • Set up monitoring for activities to check their effectiveness and to be able to initiate changes quickly

Manage/ utilize the Situation Center efficiently

Centralized Situation Center 

  • All relevant information is brought together in the defined Situation Center 
  • The Situation Center is responsible for being able to quickly respond to the current situation
  • Actively tracks liquidity

Hands-on mentality

  • The Situation Center is in crisis mode, i.e.: distances must be short, time must not be wasted on unnecessary bureaucracy; cascades of releases must be avoided
  • Relevant people must be directly involved, constant coordination with management is mandatory

Decision-making authority

  • The Situation Center must have the ability to make decisions even at short notice and in non-transparent situations
  • Decisions must be able to be made ad hoc

Ad-hoc Solutions to Stabilize Production


Today, managers are faced with the challenge of developing suitable solutions in the four areas of action described above. They must both actively participate in the Situation Center and implement ad hoc activities for their teams and departments individually to stabilize production. To support this task, we have derived key questions for selected roles based on our experience in crisis management in China.


We would like to support you in developing faster and more effective solutions based on your individual situation.


Read more!

RESTART – The path to the new normal


Around the world, people and companies are dealing with the direct effects of the coronavirus pandemic. The medium and long-term consequences are difficult to determine so far. Nevertheless, managers should start preparing now for the time after the pandemic. 

Read more!

Get our best practices first hand in our webinars

No news available.

Project References - Our Crisis Plans for Industry

Read more

Your contacts for crisis plans in industry

    • Florian Heffeter

      Managing Director

      UNITY Austria GmbH

      send e-mail


    • Nicolina Litschgi

      Managing Director, Partner

      UNITY Schweiz AG

      send e-mail


    • Moritz Pfeiffer

      Member of the Executive Board

      UNITY Schweiz AG

      send e-mail


    • Ingo Neumann

      Managing Director

      UNITY Business Consulting (Shanghai) Co., Ltd.

      send e-mail


    • Ahmed Aglan

      Managing Director

      UNITY Egypt Ltd.

      send e-mail


To the top